NOAA Manager s Hiring Guide

Transcription

1 NOAA Manager s Hiring Guide This guide is intended to help NOAA managers understand the NOAA hiring process and the important role hiring officials have in every phase. The information below lays out the essential steps of the hiring process after the hiring official has identified a need to fill a vacant position and has contacted the budget office of the Line Office (LO) or the Corporate Office (CO) to confirm the availability of funds. Step 1: Strategic Conversation. The hiring official contacts the Page 3 servicing Workforce Management Office (WFMO) Human Resources Advisor (HRA or HR Advisor) to initiate a strategic conversation. Step 2: Submit Completed Recruitment Package. The hiring Page 3 official submits a complete recruitment package to the HRA. Step 3: Individual Hiring Service Plan. The HRA reviews the Page 4 completed recruitment package and establishes recruitment timelines and target dates with the hiring official. Step 4: Job Analysis and Technical Automated Hiring System Page 4 (ASH) Questions. The HRA and hiring official or the subject matter expert (SME) develop a job analysis, including an identification of knowledge, skills, and abilities (KSAs) and develop the AHS questions for the vacancy announcement. Step 5: Vacancy Announcement. The HRA drafts a vacancy Page 5 announcement and forwards the draft to the hiring official for review and approval. The approved vacancy announcement is posted on the Office of Personnel Management (OPM) USAJOBS website: Step 6: Qualification Determination and Referral List. The HRA Page 5 reviews applications for basic, minimum qualifications and issues a certificate to the hiring official. Step 7: Selection. The hiring official interviews candidates, checks Page 6 references, makes a selection, and returns the certificate to the HRA within 20 business days.

2 Step 8: Job Offer. The HRA reviews the selection and makes the Page 9 initial job offer. Step 9: Enter on Duty. The new employee completes all required Page 9 Paperwork administered by the WFMO or a designated employee in the field office. This process is known as in-processing. If a new employee is in-processed by a designated employee in the field office, the completed paperwork must be forwarded to the servicing HRA in the WFMO for processing. Supplemental Guidance: NOAA Strategic Conversation Checklist Page 10 Individual Hiring Service Plan Page 11 Annual Hiring Service Plan Page 14 Job Analysis SOP Page Business-day Certificate SOP Page 24 Sample Interview Questions Page 30 Interview Dos and Don ts Checklist Page 32 Sample Reference Check Questions Page 34 Legal and Policy Requirements Page 35 Hiring Process, Roles, and Responsibilities Page 38 Federal Civil Service Page 40 Appointments Page 42 Recruitment Sources Page 44 Classification Page 45 Job Aid for Subject Matter Expert Involvement Page 48 Glossary of Terms Used in the Hiring Process Page 51

3 STEP 1 Strategic Conversation Strategic Conversation The strategic conversation is a key element in the planning process for an effective, efficient hiring process, which will result in hiring the right person for the right job in a timely manner. Once the hiring official determines there is a need to fill a position, whether it is new or existing, it is incumbent upon the manager to contact the HRA to discuss the position itself, recruitment strategies, and any current or potential issues which could impact the hiring process. STEP 2 Submit Completed Recruitment Package The hiring official submits a complete recruitment package to the HRA. Complete Recruitment Package Steps in Hiring Process 1. Signed Request for Personnel Action (SF-52) Required Document SF-52 What is this Document? The SF-52 is the official request for personnel action. It initiates the hiring process. Why is this Document Step Needed? First and second line managers approval on this document authorizes the WFMO to process the action and confirms that funding and an FTE are available. Owner LO/CO 2. Position Description (PD) and Coversheet CD-516 Under the General Schedule (GS) this document serves as the position description and performance plan coversheet for a position. It is followed by a PD developed by management or taken from the PD Library. Under the Demo Project, the first two pages of the CD-516 serve as the coversheet to the PD that is generated by the Automated Classification System (ACS). The PD validates the classification of the position to be advertised. This document is required to define the duties, responsibilities, and tasks associated with the job. It serves as the official record upon which most personnel actions are based. This ensures that managers and employees are clear on what KSAs are required within that position to accomplish the organization/division goals. It also aids the HRA in making appropriate determinations upon reviewing the applications. LO/CO 3. Performance Plan CD-516 (2-Level) CD-430 (5-Level) CD-541 (Demo) Details each performance measure, duty, and responsibility of the position. This document is for managers to document the specific duties of the job as well as review and appraise employee performance. LO/CO

4 STEP 3 Hiring Service Plan Individual Hiring Service Plan The Hiring Service Plan serves as a planning tool that sets forth the steps involved in the 70 business day hiring process, the timeframes and target dates for each step, and the owner or responsible party for each step. Upon receipt of a complete recruitment package from the hiring official, the HRA reviews the package and sets target dates for steps within the Hiring Service Agreement with the hiring official. The Supplemental Guidance section of this Hiring Guide contains a Hiring Service Plan form and delineates how the 70 business day hiring process is broken down for each step of the process. STEP 4 Job Analysis and Technical Automated Hiring System (AHS) Questions Job Analysis The rating criteria used to determine which applicants will be referred for selection are based on an in-depth analysis of the job. The HRA will work closely with the hiring official or the SME to determine the major job duties and identify the duties that are most important. Analysis of the job entails a review of the position description, classification standard, performance plan, qualification standard, etc., to ensure the duties are fully understood. Once the major duties have been identified through the job analysis, the HRA will work with the hiring official or the SME to identify the KSAs needed to successfully perform those major duties. Candidates who do not have the outlined KSAs may not be qualified for the position. During this process, it is necessary to determine if the KSAs are essential or desirable. It is recommended that essential and desirable KSAs are identified and then expanded upon. These decisions will be used later in the rating and ranking process. Failure to do a complete job analysis can result in a less than satisfactory referral list. If a critical duty was not identified in the job analysis, the KSA list may not include related KSAs to this critical duty, and applicants on the referral list may not have all of the KSAs necessary to perform the job. AHS Questions Good, constructive questions give the hiring official and HRA a better sense of the applicant s ability to fulfill the vacancy requirements. The hiring official may elect a SME to select or develop new questions that assess or measure the KSAs of the applicant to determine if they match those needed for a particular position. The hiring official or SME collaborates with the HRA in developing questions for the vacancy announcement. All questions must be specific to the position being advertised. The HRA will provide the hiring official or SME with the AHS questions library web address, User ID, and password. The types of questions are listed below: Multiple choice: Ask the applicant to select one choice from a list of predetermined answers. True/False: Ask the applicant to indicate whether a statement is true or false. Yes/No: Ask the applicant to agree or disagree with a statement. Short answer: The applicant gives a freeform response limited to 250 characters. Applicant assessment: The applicants rate their own ability. Number: The applicant provides a numeric value.

5 Multiple answer/multiple choice: The applicant selects as many of the predetermined choices as apply. Long answer: The applicant gives a freeform response limited to 8,000 characters. STEP 5 Vacancy Announcement Department of Commerce (DOC) Human Resources (HR) Bulletin 20 requires all vacancies be advertised under Merit Assignment Plan (MAP) and Delegated Examining (DE) authority procedures. This requirement is necessary to yield the largest pool of qualified candidates and to ensure that all applicants receive fair treatment in the selection process. As mentioned later in the Legal and Policy Requirements section, MAP procedures set forth policies, procedures, and requirements which assure internal qualified candidates (often referred as status applicants) are considered for assignment to positions in the competitive service. However, the DE authority is an authority OPM grants to agencies to fill competitive civil service jobs with applicants from outside the Federal workforce, Federal employees who do not have competitive service status, and Federal employees with competitive service status. Appointments made by agencies through the DE authority are subject to civil service laws and regulations. This is to ensure fair and open competition, recruitment from all sectors of society, and selection on the basis of the applicants competencies or KSAs (see 5 U.S.C. 2301). The minimum open period for vacancy announcements, based on the DOC HR Bulletin 20, is 10 business days. The servicing WFMO will post vacancy announcements on the USAJOBS website ( STEP 6 Qualification Determination and Referral List Qualification Determination All applicants are assigned a preliminary rating score based on their responses to the experience, training, and awards questions included in the vacancy announcement. The HRA uses the OPM Operating Manual: Qualification Standards for General Schedule Positions and the Handbook X-118C Job Qualification System for Trades and Labor Occupations Systems as guides to determine the basic qualifications of each applicant. Qualification standards outline the necessary basic eligibility requirements for occupations and for each grade in the occupation. They specify the minimum quality level and amount of experience required and often allow education as a substitute for experience. Qualification requirements for basic eligibility may include, but are not limited to any or a combination of the following: General and/or specialized work experience High school education Vocational/technical training College or university education Specific major fields or courses of study Specific registrations, licensure, or certifications Other selective placement factors The standards are used by HRAs to evaluate internal and external candidates' qualifications for positions. The minimum qualification standards are used to determine those persons who are eligible for consideration because they meet the basic requirements for the occupation.

6 If a candidate is found to be eligible and meets the basic qualifications of the position, the WFMO may review the candidate s answers to the experience, awards, education, and training and self-development questions to ensure responses are supported by information provided in the resume. Applicants who score 85 or higher are considered as the best qualified candidates and WFMO generally certifies MAP candidates with scores of 85 or higher to the hiring official for selection. For delegated examining (DE) candidates, the HRA adds veteran s preference points as applicable. Generally, the three highest scoring DE candidates with the inclusion of veterans preference points (also known as the Rule of Three ) are referred to the hiring official. Referral List There are three types of NOAA referral lists: Competitive Placement Plan (CPP): This list is used for the consideration of current and former government employees. Merit selection rules specify that only the best qualified applicants are to be referred for selection consideration. Therefore, this rule affects the number of applicants referred. It is possible that for some hard-to-fill jobs, there are only a few candidates who meet the best qualified criteria. In these cases it is recommended to discuss additional recruiting efforts with the HRA. Non-competitive: This list is used for candidates who do not have to compete for placement in the vacancy. The candidate had previously competed for and held a permanent position at the same or higher grade level as the full performance level of the vacant position. Candidates on these lists are normally in alphabetical order. Delegated examining (DE): The DE list is used when jobs are announced to the public at large. If the hiring official elects to use the traditional numerical rating methods, only the three highest scoring applicants, known as the Rule of Three, can be referred. If the hiring official opts to use category rating procedures, which are an alternative to the traditional numerical rating methods, applicants are placed in three pre-defined quality categories (gold, silver and bronze). Names of all eligible candidates in the highest quality category will be referred. Veteran preference must be used for traditional numerical rating and categorical rating methods. The referral list instructions will address specific selection criteria. STEP 7 Selection Reviewing Resumes The basic flow and readability of an applicant s resume represents their ability to communicate in writing and organize their thoughts. How duties and experience are described may give some indication of the applicant s reasoning process, which is a fair and necessary attribute to evaluate in the selection of a candidate. 1. The first and most important factor for the hiring official to consider is the applicant s possession of critical KSAs and specific experience related to the advertised position. Notes should be made of other unique KSAs that may enhance job performance and may set the applicant apart from the others. 2. Next, the resumes should be reviewed for incentive awards and current performance ratings, which should be factors when assessing candidates. 3. Finally, education, training, professional licenses, and certificate information should be reviewed. Educational requirements should be treated as a skill and noted to determine if the applicant s educational background further supports or enhances the position requirements.

7 Interviewing Applicants Who Conducts the Interview? The hiring official usually conducts the interview. However, the hiring official may designate another person or a panel with knowledge of the position to be filled to conduct the interview. It is strongly recommended to incorporate diverse panel members when using interview panels. Importance of the Interview Interviews are strongly encouraged because this is an opportunity to gather additional information from the applicant. The resume is only a brief description of the individual s background. An interview may provide more information that can be used during the selection process. It can be especially useful in evaluating such skills as oral communication and interpersonal skills that are not otherwise easily measured in writing. The interview also provides an opportunity for a face-to-face information exchange. Interviewing Techniques Interview questions should always elicit job-related information relative to the KSAs of the position for which the candidate is applying. Questions should be prepared in advance to ensure that all candidates are treated in the same manner. Generally, the same questions should be asked of each candidate. However, follow-up questions may be used to obtain additional or clarifying information in order to access an individual s specific qualifications for the position. All applicants should be allotted the same amount of time for the interview, with time allowed for the applicant to ask questions of the interviewer(s). In all cases, it is a good idea to record notes to eliminate the need to recall key points from memory. It is also helpful to note the date, time, place, and length of the interview. A copy of the interview questions and the name of individual(s) who conducted the interview should be on file. This information is very critical in the event that an Equal Employment Opportunity complaint is filed and such information is requested. It is permissible to ask all candidates to bring writing samples, such as reports, publications, or technical articles to the interview. See Supplemental Guidance for additional interview guidance. Checking References After reviewing the resume and conducting an interview, the interviewer should have a clear indication of the top applicants for further selection consideration. The next step is to check references, which preferably should be verified using prior supervisors over personal references since these individuals have knowledge of the candidate s work performance. The current supervisors should only be contacted if the candidate has given permission, which should be indicated on the resume. It is also advisable to obtain more than one reference for each candidate. Performance and other pertinent aspects of the candidate s employment should be verified. The questions should focus on the candidate s overall qualifications for the position and how the reference assessed the candidate s fitness for the job. Be sure to ask follow-up questions or ask for additional information about something that is not clear. It is advisable to verify the candidate s current employment including position(s) held and dates employed. The hiring official may also ask the reference about the following:

8 Applicant s work relationships Work attitude Quality of work product Applicant s strengths and weaknesses If the applicant should be recommend for the position If the applicant would be rehired It is a good idea to keep documentation of these questions and notes for future reference. Making a Selection There can be two approaches to making a selection. Some positions require that the selectee be fully qualified in all functional skills and take over a function with little assistance or training. Some positions may require experience in problem solving, management, or other less functional skills, with follow-up training in functional skills once on board. It is a good idea to ponder this concept and determine what is preferred before a selection is made. The HRA should be notified orally or in writing immediately after a selection is made.

9 STEP 8 Job Offer After the HRA receives the selection notification, a discussion of the effective date and salary for the selectee will be conducted. The HRA will notify the selectee of their selection, grade, and salary and make a tentative job offer. Note: Official job offers can only be made by the WFMO. If the offer is accepted, the HRA will negotiate the tentative Enter on Duty (EOD) date. Employees are required to provide identification verification as well as completed background investigation forms based on the sensitivity of the position for which the applicant was selected. This procedure is known as Homeland Security Presidential Directive 12 (HSPD-12). The HRA will send a tentative selection letter to the selectee with the pertinent information and the HSPD-12 requirements outlined. Once the Personal Identity Verification (PIV) information is submitted to and cleared by the Office of Security, a final effective date will be set by the HRA and an official selection letter will be sent to all parties. More information on HSPD-12 requirements can be found at STEP 9 Enter on Duty (EOD) The new employee will be processed by the WFMO or a designated employee in the field office. Some field offices maintain the forms and orientation package for the new employees, but the WFMO will forward the appropriate paperwork to the field office if necessary. New employees must complete the appropriate paperwork and forward it to the servicing HRA in the WFMO for processing.

10 NOAA Workforce Management Office September 2007 Strategic Conversation with Hiring Officials: Suggested Topics to Launch the Hiring Process Organization s Mission and Goals Have there been, or will there be any changes to the organization s mission or goals which could impact recruitment (new skill sets needed?) What are the critical challenges facing the organization in the short-term and long-term? Position and Role What is the position? What are the major responsibilities, duties, and tasks this person will perform? Approximately what portion of the person s time would be spent on each of these key duties? How does this position contribute to the mission of the organization? What is the professional development potential for this position? (career progression to which this position may lead?) Skills, Competencies and Experience What skills and competencies are needed to be successful on the job? How would the hiring official rank these skills in terms of critical importance for success in this position? What does a candidate need to know to be successful in this position? What level of knowledge is required? (rank each area basic, intermediate, expert) What questions might the hiring official ask to gauge a candidate s knowledge in these key areas? What kind of professional experience is required and preferred for the position? What degrees/certifications/clearances are required and preferred? Who are the SME(s) in the hiring official s organization who might be helpful in the job analysis, resume screening and interviewing processes? Personal Characteristics What personal qualities would the hiring official like to see in an applicant? Of the qualities elicited above, which are essential and which are desirable? Other Requirements Are there specific requirements that candidates should know to evaluate this job, including: travel requirements, overtime, seasonal peaks, and so forth? Recruitment Strategies Is the position difficult to recruit? If so, determine possible recruitment strategies. Was the hiring official satisfied with prior recruitment efforts? If not, why? Were there sufficient candidates in prior recruitment efforts? If not, why? Where would you find the best candidates? How can the diversity of the organization be improved and enhanced? For what other organizations might potential candidates currently work? Where have good candidates been found in the past? To what associations might good candidates belong? Who are the contractors who have the desired talent? What flexibilities should be used in this hiring process? Should the position be restructured and recruited as a developmental position? If so, are there position descriptions for all grade levels? Is there a recruitment bonus? Are relocation expenses paid? Is there student loan repayment? Other issues? Are there special recruiting programs that might be used? Federal Career Intern Program Presidential Management Fellows (PMF) Program Veterans Appointing Authorities Other Are there special considerations or processes that must be considered in this hiring process? Budget concerns Special approvals Other For additional information: WFMO Contact Lists

11 Individual Hiring Service Plan (PART A) Position title, series, grade(s): Organization: SF-52#: Action Item Principle Owner * Contributor* Time Line (business days) Target Date Actual Date Strategic Conversation conducted Hiring official HRA Complete Recruitment/Hiring Package, (e.g., SF-52 and classified position description, etc) received by HR Advisor. (Beginning of 70 business day hiring cycle). Discuss and approve staffing timeline. Conduct Job Analysis as outlined in Job Analysis SOP Develop and issue draft vacancy announcement. Human Resources Advisor (HRA) Hiring official, Subject Matter Expert (SME), and/or Line Office/Corporate Office (LO/CO) Admin Liaison 10 Draft vacancy announcement reviewed and approved Hiring official N/A 5 Post vacancy announcement on USAJOBS. HRA N/A 2 Announcement opens/closes Applications reviewed by HR for referral eligibility and minimum qualifications determination. Certificate of candidates issued. Certificate(s) received by hiring official. Interviews conducted by hiring official. Contact references of initial selection Coordinate Demo Pay Issues if applicable Certificate with selection returned WFMO reviews selection Job Offer(s) made to candidate(s) by HR. (Close of 70 business day hiring cycle.) HRA Hiring official HRA SME Hiring official, SME, and/or Panel 20 N/A 4 *Principle Owner (responsible person to complete task) *Contributor (responsible for providing supporting information/documentation; includes SME) NOTE: 70 business-day model begins when HRA receives a complete hiring package and ends when a job offer is made to candidate(s). LO/CO Hiring official Date HR advisor Date For additional information: WFMO Contact Lists

12 NOAA Workforce Management Office September 2007 Individual Hiring Service Plan (Part B) Hiring Checklist Information for hiring official to consider at the beginning of the hiring process: 1. Strategic conversation conducted (see Part A for suggested strategic conversation topics such as specialized experience required). 2. Complete recruitment package submitted to servicing HRA SF-52 Request for Personnel Action Classified PD and Performance Plan with signed CD-516 For Demo positions only: signed CD-541 Performance Plan cover sheet 3. Provide recruitment strategy and identify specifically any publications in which the hiring official would like to advertise the position (if applicable). a. Discuss hiring flexibilities with HRA b. Discuss recruitment strategies to enhance diversity of organization with HRA 4. Consider optimum length of time for the vacancy announcement to be open (minimum 10 business days). 5. Area of consideration for vacancy announcement. 6. Are there relocation expenses authorized? 7. Are there travel and/or overtime requirements? 8. Identification of SME(s) who will be assisting in Job Analysis and development of the AHS technical questions; notify SME(s), and request projected dates for job announcement. 9. Designation of interview panel members (if applicable). 10. Development of interview and reference check questions.

13 Individual Hiring Service Plan (Part C) Strategic Conversation with Hiring Officials: Suggested Topics to Launch the Hiring Process Organization s Mission and Goals Have there been, or will there be any changes to the organization s mission or goals which could impact recruitment (new skill sets needed?) What are the critical challenges facing the organization in the short-term and long-term? Position and Role What is the position? What are the major responsibilities, duties, and tasks this person will perform? Approximately what portion of the person s time would be spent on each of these key duties? How does this position contribute to the mission of the organization? What is the professional development potential for this position? (career progression to which this position may lead?) Skills, Competencies and Experience What skills and competencies are needed to be successful on the job? How would the hiring official rank these skills in terms of critical importance for success in this position? What does a candidate need to know to be successful in this position? What level of knowledge is required? (rank each area basic, intermediate, expert) What questions might the hiring official ask to gauge a candidate s knowledge in these key areas? What kind of professional experience is required and preferred for the position? What degrees/certifications/clearances are required and preferred? Who are the SME(s) in the hiring official s organization who might be helpful in the job analysis, resume screening and interviewing processes? Personal Characteristics What personal qualities would the hiring official like to see in an applicant? Of the qualities elicited above, which are essential and which are desirable? Other Requirements Are there specific requirements that candidates should know to evaluate this job, including: travel requirements, overtime, seasonal peaks, and so forth? Recruitment Strategies Is the position difficult to recruit? If so, determine possible recruitment strategies. Was the hiring official satisfied with prior recruitment efforts? If not, why? Were there sufficient candidates in prior recruitment efforts? If not, why? Where would you find the best candidates? How can the diversity of the organization be improved and enhanced? For what other organizations might potential candidates currently work? Where have good candidates been found in the past? To what associations might good candidates belong? Who are the contractors who have the desired talent? What flexibilities should be used in this hiring process? Should the position be restructured and recruited as a developmental position? If so, are there position descriptions for all grade levels? Is there a recruitment bonus? Are relocation expenses paid? Is there student loan repayment? Other issues? Are there special recruiting programs that might be used? Federal Career Intern Program Presidential Management Fellows (PMF) Program Veterans Appointing Authorities Other Are there special considerations or processes that must be considered in this hiring process? Budget concerns Special approvals Other

14 NOAA Workforce Management Office Annual Hiring Service Plan September 2007 Annual Hiring Service Plan Between (Line Office/Corporate Office) and Workforce Management Office This agreement documents the Annual Strategic Conversation held between the (Line Office/Corporate Office) and the Workforce Management Office (WFMO) on (date). The conversation included discussion and agreement in the following areas as they affect both organizations: I. Strategic Conversation Mission: [any changes to mission] Strategic goals: [changes/additions and their expected impact on human resources] Budget: [anticipated RIF or freeze, contracting out of services, etc.] Organizational structure: [anticipated reorganizations, establishment of new positions, etc.] Other:

15 II. Hiring Cycle Timeframes The WFMO and the (LO/CO) commit to a 70 business-day hiring cycle for every hiring action. The 70 business-day model begins when the HRA receives a complete hiring package and ends when a job offer is made to the candidate(s). The following identifies the actions to be taken and provides the maximum timeframe for each item required to achieve this hiring model: Action Item Principle Owner * Contributor* Time Line (business days) Target Date Actual Date Strategic Conversation conducted Hiring official HRA Complete Recruitment/Hiring Package, (e.g., SF-52 and classified position description, etc) received by HR Advisor. (Beginning of 70 business day hiring cycle). Discuss and approve staffing timeline. Conduct Job Analysis as outlined in Job Analysis SOP Develop and issue draft vacancy announcement. Human Resources Advisor (HRA) Hiring official, Subject Matter Expert (SME), and/or Line Office/Corporate Office (LO/CO) Admin Liaison 10 Draft vacancy announcement reviewed and approved Hiring official N/A 5 Post vacancy announcement on USAJOBS. HRA N/A 2 Announcement opens/closes Applications reviewed by HR for referral eligibility and minimum qualifications determination. Certificate of candidates issued. Certificate(s) received by hiring official. Interviews conducted by hiring official. Contact references of initial selection Coordinate Demo Pay Issues if applicable Certificate with selection returned WFMO reviews selection Job Offer(s) made to candidate(s) by HR. (Close of 70 business day hiring cycle.) HRA Hiring official HRA SME Hiring official, SME, and/or Panel 20 N/A 4 *Principle Owner (responsible person to complete task) *Contributor (responsible for providing supporting information/documentation; includes SME) NOTE: 70 business-day model begins when HRA receives a complete hiring package and ends when a job offer is made to candidate(s). Approved: Date: Deputy AA, (Line Office/Corporate Office) Approved: (WFMO Client Services Director Date: For additional information: WFMO Contact Lists

16 STANDARD OPERATING PROCEDURE NOAA Workforce Management SOP (BPR) Subject: Job Analysis Date: August 30, 2007 Approved by: Replaces: Previous SOPs or equivalent operational guidance currently in effect A. SUMMARY: The purpose of this Standard Operating Procedure (SOP) is to establish procedures to clearly communicate the roles and responsibilities of NOAA Hiring Organizations and the Workforce Management Office (WFMO) in the process of creating a Job Analysis for hiring actions. A job analysis is a tool used to identify the major job requirements which are linked to the knowledge, skills and abilities (KSAs) required for the job to be filled. It helps ensure the most qualified candidate is selected for the position. This SOP will be used for all hiring vacant positions and job analysis documentation will be placed in the appropriate Staffing file. B. OBJECTIVES: This SOP provides operational procedures for the development and maintenance of job analysis for all positions announced competitively under Delegated Examining (DE) procedures and/or the agency Merit Assignment Plan (MAP). C. REFERENCES: CFR 1607, Uniform Guidelines 2. OPM Delegated Examining Handbook 3. OPM Qualification Standards 4. OPM Classification Standards 5. Position Descriptions (PDs) 6. PD Evaluation Statements (if applicable) 7. Performance Plans 8. DOC memo dated , Subject: Job Analysis 9. DOC Job Analysis HR Bulletin D. RESPONSIBILITIES: 1. Human Resources Advisor (HRA) with delegated authority to perform staffing and placement services are responsible for developing and completing a job analysis for each vacancy advertised competitively by the WFMO Client Services Office. Although hiring officials and/or subject matter experts participate in the development of job analysis, responsibility for the accuracy of the job analysis documentation lies with the HR Advisor. 2. Subject-Matter Expert(s) (SME) have full knowledge of the duties of the position and the knowledge, skills, and abilities necessary to perform the work. They are responsible for providing relevant information and assisting in the development of the job analysis.

17 When SMEs are utilized, they are responsible for signing the job analysis, along with the Hiring Official, to indicate approval/agreement. 3. The Hiring Official and/or the first line supervisor of the position to be filled is responsible for assisting in the identification of an appropriate SME, providing all information as described in the recruitment checklist, and assisting in the development of the job analysis with or in the absence of a SME. The Hiring Official reviews and signs the job analysis to indicate approval/agreement. E. PROCEDURES Task Responsible Contributor Action Person 1 HRA N/A In preparation for meeting with Hiring Official and/or designated SME, gather and review available information regarding the job. This may include, but is not limited to, the position description, evaluation statement, classification standard, qualification standard, and performance plan, Uniform Guidelines developed by EEOC, DOL, DOJ and organizational templates and/or previously used questions from prior announcements of the same/similar positions. 2 HRA Hiring Official and/or SME Review job analysis and regulatory requirements. Summarize the major functions of the position, identify the KSAs necessary to perform these functions, and list the major duties and KSAs on the job analysis KSA development form (Exhibit 1). 3 HRA N/A Transfer resulting KSA listing to the KSA 4 Hiring Official and/or SME HR Advisor Evaluation Form (Exhibit 2). Validate each knowledge, skill, or ability by determining if the KSA is essential or desirable (see Section F below). Complete the Essential/Desirable column of the KSA Evaluation Form (see Exhibit 2) by designating each KSA as E for essential or D for desired. 5 Determine whether the desirable KSAs are ratable (see Section F below). Complete the Ratable column by placing Yes or No beside each desirable KSA. 6 Determine if possession of the desirable KSAs distinguish superior candidates from those who are minimally qualified (see Section F below). Complete the Distinguishes Superior from Barely Acceptable column of the KSA Evaluation Form (see Exhibit 2) by placing Yes or No beside the desirable KSAs. 7 Review for repetition or redundancy. Delete duplicates and/or combines similar KSAs. 8 Establish the importance of KSAs by assigning a weight to each. The sum of all KSA weights should equal HRA Hiring Official Develop questions (and/or select questions from the automated staffing system) that assess or

18 and/or SME measure each of the remaining KSAs. 10 List the question or question numbers adjacent to the appropriate KSA. If an appropriate question does not exist in the automated staffing system, annotate new in the final column and list the question at the end of the document. 11 Hiring Official and SME Review and sign the job analysis form to indicate agreement/approval, and submit to the HR Advisor. Not all JAs will have to have a SME, therefore a SME s signature is only required if a SME is used. Hiring officials must sign all JAs (whether a SME was or was not used). 12 HRA Develop crediting plan. (See Section F below.) 13 File a copy of the completed job analysis in the appropriate staffing file and fax a copy to the automated system for the vacancy announcement. F. OTHER INFORMATION 1. Determining if a KSA is essential or desirable: A KSA is essential if the knowledge, skill, or ability is critical for performance of the work of the position immediately upon entry into the position. If a person could obtain the knowledge, skill or ability in a reasonable period of time, i.e. approximately 90 days, after entry into the position, the KSA may be desirable, but is not essential. Essential KSAs are considered so critical that they must be present for a candidate to be considered minimally qualified for the position. If not already described in the basic OPM qualification requirements for the position, these KSAs may be considered as potential selective factors in the selection process. If the determination is that the KSA is a selective factor, this must be documented in writing. 2. Determining if a desirable KSA is ratable: For a KSA to be ratable, it must be possible for potential applicants to show they possess the particular knowledge, skill, or ability through descriptions of experience, training and education, awards, outside activities or hobbies, and/or performance appraisal. KSAs which are not ratable are eliminated from consideration in the job analysis process, but may be assessed in other processes such as job interviews or background checks. 3. Determining if a KSA distinguishes superior candidates from those minimally qualified: The best way to assist the SME is to ask him/her to think of those characteristics and qualities (KSAs) which an ideal candidate would possess, and which would serve as a means to distinguish between superior and minimally qualified candidates. An alternative is for the SME to think about persons who perform or have performed the job or similar jobs, and decide if possession of the KSA made their performance superior to others who did not. If not, or if employees performing at a minimally acceptable level possessed the KSA, then it is not appropriate to use the KSA in rating applicants. 4. Developing crediting plans (rating schedules): The format and structure of crediting plans (or rating schedules) are driven by the requirements of the automated staffing system. The weights established for KSAs during the job analysis process should be used in determining the maximum point values assigned to each assessment question. To create an effective automated tool for distinguishing between candidates, use of multiresponse questions is desirable. To assist in determining possible benchmark levels of these responses, consider the following. a. Superior: The superior credit level should generally reflect full demonstrated ability on all aspects of the KSA measured by the question. A person credited at

19 this level has the expertise to perform the task independently and/or has trained or supervised others. At this level, a person should need only a brief period of orientation to the minor particulars of the job in order to perform with full effectiveness the job functions which require this ability. b. Above acceptable: The above acceptable credit level should define a level of ability which, with reasonable certainty, would enable a person to satisfactorily carry out most of the normal functions of the position with no more than normal orientation or supervision. There should be evidence of above acceptable ability for most aspects of the KSA in order for a candidate to receive credit at this level. c. Acceptable: The acceptable credit level should define the minimum level of ability that is required to successfully perform the job functions that require this ability after a normal period of orientation. This level will normally reflect minimum qualifications for the position. A person presents evidence of the potential to do acceptable work on the job functions requiring this ability but who has not fully demonstrated the above acceptable level of ability would normally be credited at this level. d. Ability of some value: The ability credit level should contain examples of experience which, though relevant, do not indicate that the applicant has the level of ability required to perform those job functions requiring this element at an acceptable level of competence. This could be education or experience which is not sufficiently relevant to the job to be filled, the level of responsibility of the applicant s experience may be too low in relation to the requirements of the position, work may have been done poorly as reflected in performance evaluations, or similar reasons. 5. Job Analysis for multi-grade recruitments: KSAs in a multi-grade recruitment may be similar at each grade level because the grade level distinctions in level of supervision rather than differences in knowledge, skill, or ability. Job analysis must always be completed for the full performance level and/or the highest grade level advertised. For multi-grade recruitments that cover positions three or more grade levels below the fullperformance level or highest grade advertised, job analysis must also be completed on the lowest or entry-level grade. Job analysis must be completed on any grade level that requires a different knowledge, skill or ability than the full performance level and the entry level position. 6. Job Analysis for interdisciplinary recruitments: Job analysis conducted for interdisciplinary positions should contain identical KSAs regardless of occupational series. Although the qualification requirements are different, applicants must be rated against the same criteria. 7. Release of Information: In accordance with DEU Handbook, Chapter 7, Section B, rating information is not releasable through Privacy Act or FOIA regulations. EXHIBITS: Exhibit 1 KSA Development Form 1 Exhibit 2 KSA Evaluation Form 2 Exhibit 3 Sample Job Analysis

20 Exhibit 1 (KSA Form 1) KSA Development Form Position / Title: Series / Grade: Location: COLUMN 1 COLUMN 2 a. What are the major functions to be performed b. For each function, what KSAs are required? on this job?

21 Exhibit 2 (KSA Form 2) KSA Evaluation Form Position Title: Series / Grade: Location: KSAs E: Essential (Selective Factor) D: Desirable (Quality Ranking Factor) Ratable (Y/N) Distinguishes Superior from Minimally Qualified (Y/N) Weight (Should total 100) Automated System Question Number HR Advisor Signature/Date Hiring Official Signature/Date SME Signature/Date

22 Position / Title: Fishery Biologist Series / Grade: ZP Location: NWRO Exhibit 3 (Sample Job Analysis) KSA Development Form COLUMN 1 COLUMN 2 a. What are the major functions to be performed b. For each function, what KSAs are required? on this job? 1. Coordinates division environmental policy Knowledge of project management methods and techniques 2. Provides technical oversight and quality assurance for NEPA. Knowledge of NEPA Ability to develop, implement, and/or monitor fishery conservation and management programs under the National Environmental Policy Act, Magnuson-Stevens Fishery Conservation and Management Act and other applicable laws ( ESA, MMPA, etc.).. 3. Prepares NEPA documents Ability to interpret and communicate technical information orally and in writing

23 Position Title: Fishery Biologist Series / Grade: ZP Location: NWRO KSAs Exhibit 3 (Sample Job Analysis) KSA Evaluation Form E: Essential (Selective Factor) D: Desirable (Quality Ranking Factor) Ratable (Y/N) Distinguishes Superior from Minimally Qualified (Y/N) Weight (Should total 100) Automated System Question Number Knowledge of NEPA. D Y Y Ability to interpret and communicate technical information orally and in writing D Y Y 20 New Knowledge of project management methods and techniques Ability to develop, implement, and/or monitor fishery conservation and management programs under the National Environmental Policy Act, Magnuson-Stevens Fishery Conservation and Management Act and other applicable laws ( ESA, MMPA, etc.). Fishery Biologist ZP D Y Y 20 New D Y Y 35 New KSA: Knowledge of NEPA. Automated System Question #173: What type of experience do you have implementing the National Environmental Policy Act (NEPA)? Have you received training in preparing and/or reviewing analytical documents required by the National Environmental Policy Act, the Magnuson-Fishery Conservation and Management Act, or other Federal Legislation that require analyses of alternative management proposals? KSA: Ability to interpret and communicate technical information orally and in writing. Do you have experience communicating with federal, state and local agencies, commercial and recreational fisherman groups and general public on living marine resource management issues? Do you have experience writing and presenting technical or policy papers? KSA: Knowledge of project management methods and techniques. What is your experience with project management? Do you have project management experience developing work, plans, balancing workloads, meeting deadlines, producing products, briefing colleagues/supervisors to put project results into action? KSA: Ability to develop, implement, and/or monitor fishery conservation and management programs under the National Environmental Policy Act, Magnuson-Stevens Fishery Conservation and Management Act and other applicable laws ( ESA, MMPA, etc.). Do you have knowledge and experience of Endangered Species Act (ESA)? Do you have experience with the Federal Regulatory Process?

24 STANDARD OPERATING PROCEDURE NOAA, Workforce Management Office SOP # (BPR) Subject: 20 Business-day Certificate Approved by: Eduardo J. Ribas Director, Workforce Management Office Date: June 24, 2008 Replaces: Previous SOPs or equivalent operational guidance currently in effect. A. SUMMARY: The purpose of this SOP is to implement a hiring recommendation resulting from the NOAA Business Process Reengineering effort. SOP # establishes procedures for the 20 business-day Merit Assignment Plan (MAP) and Delegated Examining (DE) Certificate of Eligibles enabling Hiring Officials to better ensure availability of best qualified candidates, and to hire qualified candidates in a timelier manner. A certificate of eligibles is a list of applicants who have been deemed qualified for a position through the assessment process. From this list, a hiring manager (or selecting official) may select individuals to interview and hire. B. OBJECTIVES: The objective of this SOP is to set forth the procedure for implementation and maintenance of the 20 business-day MAP and DE certificates and extensions to ensure consistency throughout the NOAA Line and Corporate Offices. C. REFERENCES: 1. NOAA MAP, January 20, DAO , DOC Merit Assignment Program Policy, October DOC OHRM HR Bulletin # 004, FY 2005 D. RESPONSIBILITIES: 1. Human Resources Advisors (HRAs) are responsible for issuance of 20 business-day certificate and extension of certificate when applicable. 2. Hiring Officials are responsible for planning activities associated with receipt of the certificate to ensure their ability to make a selection within the 20 business-day timeframe; communicating the status of interviews, selection, etc. to the HRA and the Line/Corporate Office (LO/CO) Chief Financial Officer (CFO); requesting an extension in writing 1 with LO/CO CFO, if extenuating circumstances warrant; and providing the HRA written approval if the extension is granted. 3. Line Office Chief Financial Officers (LO CFO) and Corporate Office (CO) equivalent are responsible for monitoring certificates that are outstanding for more than 1 HRAs will only accept written approval of certificate extensions (may include ) and must be filed with the DE/Merit Assignment Plan file.

25 20 business-days, carefully considering extension requests, ensuring they meet established criteria, and providing a written decision regarding approval or disapproval of the 20 business-day extension to the Hiring Official LO Deputy Assistant Administrators (DAA)/Corporate Office Deputy Directors (CO DD) are responsible for ensuring any additional 20 business-day extension meets the critical extension criteria and providing written approval of the additional 20 businessday extension to the Hiring Official via the LO CFO (or equivalent). A second extension should only be granted in rare and unusual circumstances 2. E. PROCEDURES: Task Responsible Person Action 1 HRA Advises Hiring Official during the strategic conversation of the hiring timeline indicating when the certificates will be issued. 2 Hiring Official Puts in place processes in advance of the vacancy announcement closing to ensure time is blocked for interviews and panels have been established (if applicable). 3 Identifies an alternate person, with hiring authority, in the event the Hiring Official is unavailable, to take action on the certificate in their absence once it is issued. 4 HRA Issues MAP or DE certificate. 5a Hiring Official Returns certificate to HRA indicating selection(s) and/or nonselection within 20 business-days; or 5b Requests in writing 20 business-day extension from LO/CO CFO. Justification is required and should only be requested in rare circumstances; criteria are listed in Exhibit 1. Request should be made prior to the 20 business-day certificate expiration date. 6 LO/CO CFO Reviews request for extension to 20 business-day certificate 2. 6a If extension is granted, responds in writing to Hiring Official and 6b new certificate deadline is established. If extension is disapproved, responds in writing to Hiring Official and selection must be made by original expiration date of the certificate. 7a Hiring Official If extension is granted, forwards LO/CO CFO extension approval to HRA to extend certificate. 7b If extension is disapproved, returns certificate to HRA by the original certificate deadline indicating selection and/or nonselection. 8a HRA Takes appropriate action on returned certificate; or 8b Extends certificate for an additional 20 business-days. 9 LO/CO CFO Reviews certificates that are outstanding for more than 20 business-days 2. 2 This SOP does not and can not preclude the CFO and/or DAA from assigning the approval or disapproval of extensions of certificates within their line or corporate office to others. This internal line office/corporate office administrative approving process by the CFO and/or DAA should not be confused with the legal authorities vested in the Workforce Management staff. Should a CFO and/or a DAA wish to assign the administrative approval process for extension of certificates to others named in their office, it should be provided in writing to the Director of the Workforce Management Office and will be retained as part of the annual agreement with that Office. CFOs and DAAs remain accountable to the consequences of extending certificates in meeting the 70-day hiring cycle time performance metric. All other processes remain the same and the HR staff will process extensions accordingly.